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The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
The Changing Nature of Work
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The Changing Nature of Work

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My keynote presentation at the BPM 2011 conference in Clermont-Ferrand, France.

My keynote presentation at the BPM 2011 conference in Clermont-Ferrand, France.

Published in: Technology, Business
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Notes
  • I wonder if you have ever read anything on the nature of work and process modeling from Fernando Flores. His claims are that the nature of work is always social and collaborative and has used a linguistic/conversational model to visualize workflows since the late 80s/early 90s.

    The software developed by his Action Technologies has been using this model to automate the very processes you state are unsolved problems. Since the model is based in linguistics, it incorporates cultural considerations and deals with the external processes too.

    I think it is worth your investigation.

    Jim
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  • Sandy -- I'd be delighted if you incorporate the ideas, please feel free! Please continue to post notes on your new slides to Twitter.
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  • Greg, great idea on the collaboration spectrum -- with your permission, I may incorporate some of those ideas into later versions of this presentation.
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  • great, congratulations
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  • Sandy -- Very good presentation and analysis! I particularly like Slide 10 A Spectrum of Structure and the analysis that follows from that.

    The slide shows a spectrum for your ’structure’ axis (I also like the three axis diagram).

    I believe a similar spectrum for your ’collaboration’ axis would work well. It might range from ’strictly determined workflow (sequential decisions/actions bound to individuals or roles) through ’coordination of actions’ (e.g. tasks), and ’consensus’ (e.g. collaboration which recognizes or requires an end state or action), ’analysis / opinion’ (no end state or action expected).
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Transcript

  • 1. The Changing Natureof Work
    From Structured to Unstructured
    From Controlled to Social
    Copyright Kemsley Design Ltd., 2011
    1
  • 2. What I Do
    Copyright Kemsley Design Ltd., 2011
    2
  • 3. Why I’m Here
    Copyright Kemsley Design Ltd., 2011
    3
  • 4. Agenda
    The opposing camps of BPM
    The spectrum and dimensions of work
    Areas for study
    4
    Copyright Kemsley Design Ltd., 2011
  • 5. The Extremes Of Work
    Copyright Kemsley Design Ltd., 2011
    5
  • 6. Goals Of Work Types
    Routine Work
    Efficiency
    Accuracy
    Process improvement
    Automation
    “Classic” BPM
    Knowledge Work
    Flexibility
    Assist human knowledge work
    Collect artifacts
    Adaptive Case Management (ACM)
    Copyright Kemsley Design Ltd., 2011
    6
  • 7. Characterizing The Extremes
    Routine Work
    A priori process model
    Controlled participation
    Automatable, especially with service integration, rules and events
    Knowledge Work
    No a priori model
    Collaboration on demand
    Little automation, but guided by rules and events
    Copyright Kemsley Design Ltd., 2011
    7
  • 8. The Structured/Unstructured Debate
    Copyright Kemsley Design Ltd., 2011
    8
  • 9. But It’s Not That Simple
    Structured Work
    Some process are that repeatable, especially automated processes
    Ad hoc process exceptions already exist, they’re just off the grid
    Unstructured Work
    Some processes have sufficient variability that modelling is inefficient
    Instrumentation of unstructured processes provides value
    Copyright Kemsley Design Ltd., 2011
    9
  • 10. A Spectrum Of Structure
    Copyright Kemsley Design Ltd., 2011
    10
  • 11. Dimensions Of Work
    Structured to unstructured
    Controlled to collaborative
    Internal to externalparticipation
    Not strictly orthogonal
    Copyright Kemsley Design Ltd., 2011
    11
  • 12. Unsolved Problems:Modelling
    Hybrid models
    Structured and unstructured work
    Harness for simple/complex unstructured work
    Migrating from unstructured to structured
    Process mining and discovery
    Detect repeatable fragments
    Migrating from structured to unstructured
    Exception path analysis
    Detect highly-variable process sections
    Copyright Kemsley Design Ltd., 2011
    12
  • 13. Unsolved Problems:Runtime User Interface
    Business UI paradigm for dynamic process creation
    Integration of rules and events
    Suggestion/inclusion of process fragments
    Business UI paradigm for collaboration
    Within organization on controlled platform
    External socialization on social media platforms
    Guiding user interaction with rules
    Copyright Kemsley Design Ltd., 2011
    13
  • 14. Unsolved Problems:Management
    Visualization of unstructured work
    Relative to business goals
    Inclusion of rules and events
    Impact of organizational culture
    Skills and responsibilities of business users
    Roles changes for business and IT
    Dynamism within a controlled environment
    Governance of unstructured, collaborative and externally social processes
    Copyright Kemsley Design Ltd., 2011
    14
  • 15. Summary
    Work can rangefrom structured and controlledto dynamic and collaborative,including everything in between.
    Deal with it.
    Copyright Kemsley Design Ltd., 2011
    15
  • 16. Copyright Kemsley Design Ltd., 2011
    16
    With Thanks To My Collaborator (@phoebe_cat)
  • 17. Questions?
    Sandy Kemsley
    Kemsley Design Ltd.
    email: sandy@kemsleydesign.com
    blog: www.column2.com
    twitter: @skemsley
    17
    Copyright Kemsley Design Ltd., 2011

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